Opportunity to move forward

I argue that we will not be different only in the Covid-19 post-pandemic. We have already changed, and we will continue this path based on the decisions we are making each day, as we get to know our “common enemy” better. The choice, right now, is how we are going to evolve and where we want to go when all this war is over.

In our sector, changes are important and have gained speed in the face of need (or opportunity). See, for example, consultations made remotely, to maintain care for patients, without exposure to the risk of contagion. How long have doctors, institutions, authorities, and health representative bodies been debating the implementation of telemedicine?

We have technologies capable of preserving medical confidentiality and, at the same time, allowing remote access to patient information and exams. The institutions invested millions of reais in the safe storage and management of this data, in cognitive intelligence and in the provision of increasingly individualized care and treatments, with predictable costs.

Just as we were ready to make progress with remote care, we now have the opportunity to evolve in the broader discussion about the sustainability of our sector, with a new assistance model and delivery of value to the patient. After all, in the coming months – if we take into account the impounding of elective procedures and cases of untreated chronic diseases during the pandemic, which are expected to return to hospitals – we will have a brutal increase in claims, based on the fee for service system.

This is true for both operators and companies that finance their employees’ health insurances. And it will have a strong impact on the providers’ cash. From this crisis, we need to come out with a new form of health management, one that is comprehensive, with greater resolution and financial predictability, that looks at the patient as a whole and no longer from diseases or specific events.

Each patient is unique, with personal and family history, age, pre-existing diseases, socioeconomic status, and a series of indicators that can be monitored permanently. For each case or line of care, there is primary care and secondary ambulatorial, additional diagnoses, a type of hospitalization and, finally, a possibility of home care, leaving it to the hospital environment that people are currently using.

It is possible to integrate these indicators with the use of tools already available, such as information technology, business intelligence, machine learning and data analysis. This new “assistance navigation” is possible and is at a distance from an agreement between companies, operators, and providers to materialize.

The crisis in health and the economy we are experiencing has shown solidarity and cooperation between people, companies, and public and private institutions. We have a unique opportunity to debate and fight for the sustainability of supplementary health.

Rodrigo Lopes

Grupo Leforte – CEO

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